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Malcolm Baldrige National Quality Award

Baldrige National Quality Program. Malcolm Baldrige National Quality Award. Key Excellence Indicators Award Recipients 2003 –2008 Health Care. Baldrige 2009–2010 Criteria Categories. Leadership Strategic Planning Customer Focus*

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Malcolm Baldrige National Quality Award

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  1. Baldrige National Quality Program Malcolm BaldrigeNational Quality Award Key Excellence Indicators Award Recipients 2003–2008Health Care

  2. Baldrige 2009–2010 Criteria Categories • Leadership • Strategic Planning • Customer Focus* • Measurement, Analysis, and Knowledge Management • Workforce Focus • Process Management • Results

  3. Key Excellence Indicators: Leadership • Effective, systematic, and fully deployed setting and communication of organization’s direction and values • Demonstrated personal commitment and role modeling by all senior leaders of organizational values • Systematic actions to creating a sustainable organization • Personal involvement by all senior leaders in organizational learning and in developing future leaders • Strong focus on learning at all levels of the organization

  4. Key Excellence Indicators: Leadership • Sustained, demonstrated accountability and transparency of operations in governance system • Effective and fully deployed leadership performance evaluation and improvement system • Legal and ethical behavior that exceeds industry standards and regulatory compliance • Active support of key communities that is integrated with organizational strategy and core competencies

  5. Mercy Health System: Leadership

  6. Customer Groups Patients Employees Community Robert Wood Johnson: Leadership 5 Pillar Communication Direction and Plan 5 Pillar Communication Evaluation & Improvement Alignment & Integration 5 Pillar Communication 5 Pillar Communication Deployment and Measurement

  7. Robert Wood Johnson: Leadership Staff Focus People Customer Focus Service Process Management Quality Measurement, Analysis & Knowledge Management Finance Strategic Planning Growth Five Pillars of Excellence

  8. Key Excellence Indicators: Strategic Planning • Planning that effectively balances short- and long-term views • Aggressive goal setting • Strong work system alignment with strategy • Proactively addressing all sources of risk

  9. Key Excellence Indicators: Strategic Planning • Critical targets and goals systematically address customer requirements and market directions • Strong involvement of key suppliers, partners, and customers • Clear focus on long-term sustainability, including needed core competencies • Strong focus on plan execution and agility

  10. Sharp HealthCare: Strategic Planning

  11. Sharp HealthCare:Strategic Planning

  12. Spring Long-Term Planning 4 Review previous performance, SID and determine key services & processes 5 Review/revise PFE, LT objectives, and LT capital assumptions 6 Develop key themes and preliminary ST assumptions Winter Evaluation & Input Summer Budget & Short-Term Planning 1Process Effectiveness Review 7 SOT’s present ST objectives, tactics and resources required to ET CONTINUOUS 2 SID compiled by BDD 12 Organizational performance reviews Progress updates Current information 8 Resources allocated by ET through capital planning retreat, budget, LT financial plan, and staffing plans 3 Gather input from stakeholders regarding ST/LT challenges and opportunities Fall Approval & Deployment 9 Annual strategic plan, budget, and staffing plans approved by ET and BOD 10 SOT’s finalize scorecard measures 11 Deployment: SOT Action Plans, Strategic Plan Cascade, SPMS, Three C’s Communications Bronson: Strategic Planning Strategic Management Model

  13. Key Excellence Indicators: Customer Focus • In-depth market knowledge and forecasts • Systematic consideration of needs and requirements of current and potential customers • Multiple mechanisms to support customers • Customer-focused culture that is well integrated with workforce management and development systems

  14. Key Excellence Indicators: Customer Focus • Multiple, effective listening methods to obtain customer feedback • Effective and prompt resolution of complaints • High levels of customer engagement and satisfaction • Effective and systematic analysis and use of customer data

  15. Poudre Valley Health System: Customer Focus

  16. Sharp HealthCare: Customer Focus

  17. RWJ: Customer Focus Beyond Satisfaction… Customer Loyalty Community: • CHW • Family Giving • Soup kitchen • CAB • Education • Health Fairs Patients: • Greeters • Free TV and phone • Food on demand • Integrative therapy • Hearts Apart • Comfort in clothing Employees: • Circles • On-line benefits • CHW discounts • Bonus programs • Employee Sat. Committee

  18. Saint Luke’s: Customer Focus

  19. Saint Luke’s: Customer Focus

  20. Key Excellence Indicators: Measurement, Analysis, and Knowledge Management • Consistent use of fact-based decision making • Collection of actionable data • Consistent use of multiple aligned and interlinking measures (internal and external) • Wide deployment and accessibility of data and information

  21. Key Excellence Indicators: Measurement, Analysis, and Knowledge Management • Strong analysis capability • Systematic benchmarking of “best-in-class” processes and results • Reliable, secure, and user-friendly information systems • Organizational knowledge systematically captured and shared internally and with key partners and suppliers

  22. PVHS: Measurement, Analysis, and Knowledge Management

  23. BHI: Measurement, Analysis, and Knowledge Management

  24. BHI: Measurement, Analysis, and Knowledge Management

  25. Key Excellence Indicators: Workforce Focus • Strong commitment to workforce engagement and satisfaction • Fully deployed reward system for high performance related to key organizational challenges and organizational performance • Strong commitment to workforce and leader training, education, and development • Clear links between individual and organizational learning

  26. Key Excellence Indicators: Workforce Focus • Effective management of workforce capability and capacity • Safe, secure, and supportive workforce climate

  27. Mercy Health System:Workforce Focus • Inform • Involve • Celebrate

  28. Mercy Health System:Workforce Focus • Inform • Meaningful Mission • Cruise and Connect • Communicate Goals • Involve • Partnership • Feedback • Workforce Strategies • Celebrate • Celebrate People • Celebrate Ideas • Celebrate Achievements

  29. Key Excellence Indicators: Process Management • Well-designed work systems and key business and support processes • Strong focus on work systems and key processes that deliver customer value and organizational success and sustainability • High levels of quality designed into products and key processes • Effective partnering with suppliers and customers

  30. Key Excellence Indicators: Process Management • Strong focus on continuous improvement, cycle time reduction, innovation, and productivity enhancement • Strong integration of prevention and improvement into daily operations • Sustained focus on prevention as well as preparation for emergencies

  31. North Mississippi Medical Center: Process Management

  32. Key Excellence Indicators: Results • Excellent results that fully address customer requirements, key processes, product performance, strategy and action plans, workforce needs, financial and marketplace measures, and governance and societal responsibilities • Beneficial performance levels and trends

  33. Key Excellence Indicators: Results • Excellent results that are well integrated with organization-level information and analyses • Demonstrated use of comparisons/benchmarks/projections that have improved organizational performance • Results that are actionable to improve organizational performance and promote sustainability

  34. Poudre Valley Health System: Results

  35. Mercy Health System:Results

  36. Sharp HealthCare: Results

  37. Bronson Methodist Hospital: Results Cardiac Service Line Market Share (Percentage)

  38. NMMC: Results Tracheostomy with Chronic Ventilation

  39. NMMC: Results Care-Based Cost Management: Making the Business Case for Quality

  40. Robert Wood Johnson: Results Patient Loyalty: Food on Demand

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